Xu Lianjie Dialogue Interpreting "in the history of the best Hang" (1)
Editor's note: 5 years, the Hercynian progressive growth of industrial clusters, regional economy development and growing brand, a darling of the picture in this land of passion Hercynian to start. As the first area, the construction of sustainable development is the distinctive feature of Hercynian, reform and innovation is to stimulate the development of an important engine Hercynian. Heng Group is consistent with this historical trend, daring pilot, persist in innovation forward, Striving for the bold spirit of the Bode opportunities and continuous development and growth of enterprises, contribute to the development of the Hercynian own strength, to become domestic paper companies in the benchmark. The face of crisis, Heng always upstream, not only impressive performance to hand over a single, and continued good operating condition, the system order to improve, and gradually improve production efficiency, market share continues to increase; this year, the company Sell Revenue also more than 10 billion yuan, 10 billion yuan to become the first Group in Quanzhou, marking a "history of the best." Heng's pragmatic innovation, Heng continued upgrade to the industry brought great shock and revelation.
Heng CEO Xu Lianjie Have such a set of data: Hengan International Group Co., Ltd. on September 4 announced interim results showed that group turnover of 5.1 billion Hong Kong dollars, representing an increase of approximately 36.1% over the same period last year; net profit of approximately HK 967 million yuan, compared with increase of approximately 54.0% over the same period last year; as efficiency, cost savings, the Group first half of the overall gross profit margin reached 45%, compared to same period last year by 5.5 percentage points due to … … Financial The ravages of the tsunami, many global brands are struggling, Heng has adverse economic expansion, a private enterprise in Fujian and even the national banner. What makes today's "best Heng history"? Holdings Limited Vice-Chairman, CEO Xu Lianjie said: "Hang there today, thanks to the internal management of Heng innovative changes have all benefited from the spirit of the Heng Heng's efforts." As he said, daring to transformation and innovation, pay attention to talent introduction, improve the cultural infrastructure is the Heng invincible, the best winning record in the history of magic.
Be prepared first adverse changes in surprise move
Into Heng, looked up high 20 multi-storey buildings and an area of several acres Heng plant, and then look across the country of a branch, subsidiary hundreds of production lines, had to lament: Heng Group from scratch, draw a piece of paper so beautiful beautiful pictures, highlights such a great brand, can not but say that is a miracle. In Papermaking Rapid industry consolidation, against the background of sagging exports, Heng is writing a business myth of Chinese enterprises. Heng's hidden behind the success of what exactly magic weapon? "Success is the source of failure. A business to continue its excellence, we must always have a sense of crisis." This is consistent Xu Lianjie thinking.
1997 the financial crisis swept through Asia, but Heng Group's business efficiency or better, very fast growth in first-class product, the original best-selling products to grow at around 20%. Faced with this success, Heng we feel very good inside. But Xu Lianjie am a crisis, the management realized that "there is no systematic, standardized management, Heng very difficult to continue to cross." Finally, the group chose to change the status quo listed "by the listing rules require to promote the systematic management of the internal." Heng Group became the first Hong Kong-listed mainland China private enterprise, financing 700 million yuan, "Heng International" In the past the public to subscribe to over 36 times, setting the time when the highest price-earnings ratio and the Hong Kong stock market miracle of the highest subscription rate. But Heng listing purposes "not to finance, but to change the business model."
The listing of the standard operation, Heng establish a self-improvement, correction mechanism for enterprise system, enterprise development has entered a virtuous circle. However, Xu Lianjie once again had a premonition that the "crisis", the management company experienced a bottleneck. It was on foreign consulting giant McKinsey defeat Shida sector soon, and Xu Lianjie are "bent", Heng International spent 10 million U.S. dollars in large amount of money, and the well-known international consultancy Thomas Group, signed a three-year contract, Heng within the radical group, the implementation of "TCT Action" (To Juan talCycleTime, that the whole cycle time management mode). This is a brand new revolution, after TCT action, Heng Group gradually standardize the organization, charter, financial, employment, distribution of the system, completed the family business from the modern enterprise management mode to a successful transformation. In 2007, after-tax sales of more than 5.7 billion yuan, representing more than 1.1 billion yuan in 2002, an increase of 5 times the tax profit up 5 times, more than 1 billion yuan, an increase of per capita contribution rate of 4.5 times. It can be said, because then "bent", Heng benefit.
2008, the global industry suffered the ravages of the financial tsunami, Heng is sound and walked to expand sales revenue reached 80 billion yuan, an increase of 40.7%, annual profit of more than 1.3 billion Hong Kong dollars, to become the industry benchmark. But Xu Lianjie but sit still, he believes that "the more the external environment, bad times, the more organizational changes within the enterprise to do the best period." As "good, but more internal view", "When a business in the most glorious time, a potential crisis is the most"; However, "due to external pressure would be internal to external efforts to obtain the greatest increase in external pressure under the influence, promote internal change management would be to promote the smooth growth of business faster. " Outside the brain Booz Allen Group introduced again to start the second management change. By the end of 2008 so far, although the international financial crisis has not dissipated, the second management change has achieved initial success, a significant decline in transport and logistics costs, and Tianjin to Beijing to drop 50%; box after total Tender A decrease of 70%; 2009 semiannual reports show constant An Chunli grew over 54% in 2008 to 967 million yuan.
Xu Lianjie as the highest in the Group Chief Executive Officer, at each critical juncture, according to internal and external environment can not confuse the immediate results, not for human distress, decided to start the change. This makes Heng macro-control in 1993, the 1997 Asian financial crisis and the 2008 financial crisis, with several adverse economic expansion, creating the industry wonders.
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